Case Studies

National Australia Bank (NAB)

Leader on international project for National Australia Bank in UK/Ireland to engage all employees around organisational structural change and brand values - tailored to meet local needs in complex Group/Brand/Segment matrix environment. Working with Executive Team, Corporate Affairs Team and Line Managers over 12+ months.

Specific activities included:

• Worked with Senior Teams in developing overall communication and change strategy, including workshops and one-to-one sessions
• Developed 'contract' between group and individually branded businesses to act as guide to how best to manage the 'One Bank, Four Brands' identity; support the new segmented management structure as well as manage internal communication within matrix environment
• Developed experiential half-day sessions for Senior Managers (attended by all 250+ managers, facilitated by internal change team) to include:
  • The drivers for change and key challenges facing the business
  • Understanding our new organisational structure and what this means
  • The customer experience (what customers like/don't like about us; what makes us different; anecdotes/best practice of delivering to customer)
  • Values and behaviour - discussion/exercises on our culture and how to interpret/make real NAB Group Values, locally
  • Reflections on the nature of change and way forward
• Delivery of a clear strategy for the development of a communications infrastructure that meets business needs, including specific recommendations for existing and new channels and clear roles/responsibilities for communicators in line, in the brands and in support areas
• Working with key process owners (e.g. HR) to align build values and behaviours into way that processes/systems operate - so values become real and meaningful to business

Jersey Post

Leader on project for Jersey Post to equip the organisation to deal with major change by defining the values and behaviours required to succeed in a new operating environment, and engaging employees in where the business is going and what it means for them. Facilitated through working with internal change team, internal facilitators plus other external suppliers (over 12+ months).

Specific activities included:

• Diagnostic research throughout the business on perceptions of current and desired culture; effectiveness/visibility of leadership team; effectiveness of internal communication; understanding of current vision and business strategy
• Several 'team building' sessions of Senior Team to feedback and discuss the implications of the above, with action planning and development of change strategy to address key areas highlighted by research
• Working with Senior Team to develop clear vision for Jersey Post and articulate framework for values/behaviours required to succeed in new operating environment
• Involvement of quarter of business in developing further ideas for values and behaviours to reflect desired business culture
• Developed fun, participative and experiential half-day sessions for all employees (attended by all 400+ employees) to include:
  • The drivers for change and key challenges facing the business
  • Our values and behaviours - why they are essential to the business and their meaning for everyone at Jersey Post
  • Understanding our new vision
  • Reflections on the nature of change and way forward
• Working with internal change team drawn from right across the business so they are equipped to facilitate the Engagement Sessions as well as act as 'temperature checkers' to gauge the ongoing mood of the business
• Working with key process owners (e.g. HR) to align build values and behaviours into way that processes/systems operate - so values become real and meaningful to business
• Development of a robust communication strategy to achieve a shift of gear in how communication is managed

Zurich

Leader on project for Zurich Financial Services to re-energise a key division of ZFS by creating a common sense of purpose and identity around its vision, brand values, desired culture as well as developing and implementing specific recommendations to improve internal communication. Working with CEO, an Internal Project Steering Group, Internal Facilitators over 12+ months.

Specific activities included:

• Diagnostic research throughout the business on perceptions of current and desired culture; effectiveness/visibility of leadership team; effectiveness of internal communication; understanding of current vision and business strategy
• Feedback sessions to Senior Team of the above with action planning and development of change strategy to address key areas highlighted by research
• Development of clear vision for ZFS division and articulation of values/behaviours required to succeed in changed circumstances
• Design and execution of Engagement Sessions to create a sense of excitement and energy about future of division and what the values and behaviours 'mean for me'
• Development of an Integration Strategy so division prepared for new organisational structure – including 100 day plan; setting up of programme office; culture mapping and communication management through 'announcement' and integration period.